Developmental

Assessment Center
Dr. Henndy Ginting
SBM ITB
DR.Henndy Ginting
henndy.ginting@sbm-itb.ac.id

Dr. Henndy Ginting adalah seorang psikolog lulusan Fakultas Psikologi (FP) Universitas
Padjadjaran (Unpad), Bandung. Ia juga mendapatkan gelar master dalam bidang
Psikologi Perkembangan dari Unpad. Ia menyelesaikan program doktoral dari Behavioural Science
Institute, Radboud University, Nijmegen, Belanda. Dr. Ginting sudah mempublikasikan
beberapa artikel di berbagai jurnal ilmiah dan memberikan presentasi dalam berbagai seminar
dan konferensi baik nasional maupun internasional. Ia memiliki minat yang cukup tinggi dalam
mempelajari teori-teori kepribadian dan pengukuran perilaku. Ia memiliki pengalaman mengajar
lebih dari 19 tahun di Fakultas Psikologi Universitas Kristen Maranatha (UKM) Bandung. Ia juga
aktif memberikan pelatihan dan konsultasi pengembangan diri dengan menggunakan berbagai
teknik seperti projective techniques (i.e., drawing, graphology), objective techniques (i.e., MBTI,
EAS), and behavioural techniques (i.e., assessment center, DiSC). Dr. Ginting memiliki
sertifikasi DiSC dari IML dan Assessment Center Assessor. Semua teknik tersebut ia gunakan
untuk menolong individu dan organisasi untuk meningkatkan efektivitas dan kualitas kerja.
Dr. Ginting mendapatkan pengukuhan sebagai psikolog klinis dari Ikatan Psikolog Klinis (IPK)
Indonesia dan menjadi pengurus IPK Indonesia Pusat Bidang Publikasi dan Kajian Ilmiah,
juga Ketua IPK Indonesia Wilayah Jawa Barat. Sejak Juli 2016, Dr. Ginting mulai bergabung
sebagai staf pengajar di Kelompok Keahlian People and Knowledge Management,
Sekolah Bisnis dan Manajemen (SBM), Institut Teknologi Bandung (ITB), dan sampai saat ini
menjadi dosen tetap di SBM ITB.
Development Framework
Three Lenses of Individual Development
 The Behavioral Change Perspective

Provide opportunities:
• To see desired behavior

• To tryout the behavior

• To get feedback and

reinforcement
 Developmental Assessment Center

• Diagnostic purpose (i.e., Detail feedback)

• Skills development (i.e., Immediate

feedback, practice, reinforcement, transfer
of training instructions, and follow up
support).
(The International Task Force on Assessment Center Guidelines, 2014;
Collins & Hartog, 2011; Lievens & Thornton, 2005)
 LeadershipLAB (Ginting, 2009)

Assessment Center Feedback sessions

(AC) exercises and (in general and
simulations individually)

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 Managerial Competencies
INTERPERSONAL SKILLS
(Building Partnerships; Collaborating; Cultivating
Network and Partnership; Influencing;
Strategic Influence)

LEADERSHIP SKILLS
(Aligning Performance for Success; Change
Leadership; Empowering; Driving Execution;
Execution; Facilitating Change; Information
Management; Monitoring Evaluating)
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Managerial (Soft) Competencies
BUSINESS SKILLS
(Analysis; Analysis and Judgment; Business
Acumen; Business Savvy; Continuous
Improvement; Customer Focus; Decision Making;
Managing Work; Operational Decision Making;
Planning and Organizing; Strategic Analysis)

INTRAPERSONAL SKILLS
(Achievement Orientation; Building Trust;
Continuous Learning)
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Competency as a criterion
◼ Sets of behaviors that are instrumental in
the delivery of desired results (Bartram et al, 2002).

◼ Operationalized
◼ Assessed
◼ Communicated
◼ Developed.

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AC Exercises and Simulations

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Feedback Sessions

• Individual Face to face interactions

between trained assessors and
individuals.

• Interactions between participants to

share their knowledge and
experiences.

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Observers and Facilitator

• Trained assessors (senior behavioral

specialists)

• Top performer managers (with training

in behavioral approach).

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 Observers observe Observers prepare exercise reports
& take notes & individually assign ratings

Assessment center Participants gather

Exercises begin for debriefing

LeadershipLAB Observers gather

Orientation : Participants discuss their
in team meetings
Participants are Responses in AC
too discuss briefly
introduced Exercises and receive
Participant’s
to the program general feedback
Performance.

Participants &
Observers arrive
At LeadershipLAB Observers prepare
for written & Participants receive
oral feedback individual feedback
Begin
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Theoretical Foundations
1. Behavioral Learning Theory
(e.g., Skinner, 1986; Peterson, 2004)

2. Cognitive Learning Theory

(e.g., Ausubel et al., 1978; Anderson, et al., 1978)

3. Social Learning Theory

(e.g., Bandura, 1977; Engestrom, 2010)

Repetition and feedback

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 Repetition
◼ “it is frequent repetition that produces a
natural tendency” (Ross & Aristotle, 1906,
p. 113)

◼ “the more frequently two things are

experienced together, the more likely it will
be that the experience or recall of one will
stimulate the recall of the other” (p. 35).

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 Repetition
◼ Pavlov: Pairing of a conditioned stimulus.

◼ Thorndike: Cats in puzzle boxes.

◼ Watson: Establish a habit.

◼
◼ Skinner: Shaping and through vanishing.

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 Repetition and Feedback
◼ Ausubel:
Relation between repetition & feedback.

◼ Bandura:
Modeling and self-corrective
adjustments on the basis of informative
feedback.

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MODEL EXPERIENTIAL STRATEGIC
LEADERSHIP PROGRAM -
SBM ITB
✔TEORI KOMPETENSI dan APLIKASI
✔KOMPETENSI model PLN

✔HASIL PROFILE KOMPETENSI – 360 derajat online SBM ITB

✔PROFILE diri diantara RERATA PROFILE PESERTA

✔FINDING THE GAP and DEVELOPMENT PLAN

✔MODEL PELAKSANAAN UJIAN KOMPETENSI

✔RENCANA ESLP
LATAR BELAKANG:
MENGAPA KEPEMIMPINAN STRATEGIS?

Volatility Uncertainty Complexity Ambiguity

Perubahan yang Masa depan yang Kompleksitas akibat Perbedaan

terjadi begitu cepat tidak pasti dan tidak globalisasi dan perspektif dan sudut
bisa diprediksi banjir informasi pandang yang
menyulitkan
interpretasi

PLN membutuhkan pemimpin strategis yang cakap yang mampu

memotivasi dan menginspirasi orang di sekelilingnya untuk
melakukan pekerjaan strategis yang adaptif terhadap tantangan
eksternal. Di sinilah letak pentingnya program pengembangan
manajerial (soft competencies)
LATAR BELAKANG:
MENGAPA KEPEMIMPINAN STRATEGIS?

Diperlukan pemimpin yang mampu beradaptasi dengan tantangan-

tantangan organisasi hari ini

INOVASI DAN
TEKNOLOGI BARU
Digitalisasi, Internet of Things,
Artificial Intelligence, Machine
Learning, Big Data, dll
KOMPETISI BARU
Inovasi Disruptif, Kemunculan
StartUp & Entrepreneur,
Co-opetition

KONSUMEN BARU MODEL BISNIS BARU

Millenials dan Gen-Z (Post Ekonomi Berbagi, Fintech,
Millenials) Platform Digital & Marketplace
 LATAR BELAKANG:
MENGAPA KEPEMIMPINAN STRATEGIS?

Hasil Asesmen Calon

Direksi BUMN (2012-2015)
(Sumber: Andi Ilham Said,
PPM, 2015. Dimuat
majalah BUMN Insight No.
9 Tahun I Juni 2015)

❑ “Terdapat 12 kompetensi utama yang selama ini dipakai oleh

Kementerian BUMN”
❑ “Ditemukan 4 kompetensi dengan senjang terbesar: aligning
performance for success (senjang 74%), visionary leadership
(senjang 72%), customer focus (senjang 68%), dan change
leadership (senjang 68%).
 TUJUAN PROGRAM
EXPERIENTIAL STRATEGIC LEADERSHIP PROGRAM

Learning Goals
Setelah mengikuti program ini peserta diharapkan mampu:
❑ Mengenali kekuatan dan kompetensi yang masih perlu
dikembangkan.
❑ Menampilkan perilaku yang sejalan dengan standar kompetensi
yang dipersyaratkan jabatannya.
 ALIGNMENT MATERI DENGAN KOMPETENSI

Stage 1: Kompetensi Inti

Building the
Innovative 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Organization
Business Potrait and
x x x x x
Context
Managing People x x x x x
Leveraging People
x x x x x x x x x
Contribution
Problem
Identification and x x x
Problem Solving
Financial Literacy x x x x x x x

1. Integrity
2. Enthusiastic
3. Innovation and Creativity
4. Building Business Partnership
 ALIGNMENT MATERI DENGAN KOMPETENSI

Stage 2: Kompetensi Inti

Global Strategic
Partnership 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Corporate
Entrepreneurship
x x x x x
Negotiation and
System Thinking
x x x x x x x
Global Business
Strategy & Strategy x x x x x x x x x x
Map

1. Integrity
2. Enthusiastic
3. Innovation and Creativity
4. Building Business Partnership
 ALIGNMENT MATERI DENGAN KOMPETENSI

Stage 3: Kompetensi Inti

Leadership and
The Success 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Engine
Business Model
Canvas
x x x x x x x
Translating Strategy
to Performance x x x x x x x
Indicator (KPI)
Managing Diversity x x x x x x x x x
Change Leadership &
x x x x x x x x x x x x x
Project Checkpoint

1. Integrity
2. Enthusiastic
3. Innovation and Creativity
4. Building Business Partnership
TAHAP 1: COMPETENCY ASSESSMENT

Mengukur kompetensi existing melalui Competency Assessment

❑ Online Assessment
❑ Data Sekunder dari Perusahaan (Existing Level of Competency)

Dengan hasil competency assessment, dapat diketahui knowledge dan competency

gap para peserta sehingga mempengaruhi fokus dan penekanan materi pada
program yang dijalankan.
PROFILE KOMPETENSI mr A pada rata rata Group
 TAHAP 2: CLASS ROOM SESSION
(Realistic Scenario)

Stage 1: Simulation Stage 2: Simulation Stage 3: Simulation

& & &
2 Hari Individual/ 2 Hari Individual/ 1 Hari Individual/
General General General
General Feedback General Feedback Feedback
Business and Business and General
Management Management Overview
knowledge 1 knowledge 2

Intra and
Leadership
Inter-
personal
and Business Metode Pembelajaran
Skills
Skills ❑ Interactive Lecturing
❑ Case Study
❑ Gamification
❑ Roleplay
❑ COACHING and FEED BACK
❑ TRIAL TEST
❑ OBSERVER role
 TAHAP 2: CLASS ROOM SESSION

General Business and Management Knowledge 1:

✔ Managing People and Competence Based Learning

✔ Business Risk and Finance
✔ Operation and Performance Management
 TAHAP 2: CLASS ROOM SESSION

General Business and Management Knowledge 2:

✔ Business Strategy and Marketing

✔ Problem Solving and Decision Making
✔ Technology Management and Corporate Entrepreneur
TAHAP SIMULATION & INDIVIDUAL/
GENERAL FEEDBACK
❑ Simulasi berkaitan dengan materi yang
telah disampaikan dan target kompetensi
❑ Dalam sesi simulasi, dilakukan observasi
oleh tim fasilitator
❑ Dalam observasi, akan dicatat perilaku apa
saja yang sesuai dan tidak sesuai dengan
kompetensi target.
❑ Setelah sesi simulasi, akan ada sesi Beberapa contoh simulasi:
feedback dan coaching yang bersifat ❑ Leaderless Group Discussion
individual dan general berdasarkan hasil ❑ In-Try Simulation: Selecting
Letters
observasi.
❑ Business Acumen Case
Study
❑ Roleplay